HomeMy WebLinkAbout1996-06-04; City Council; 13679; Operating Budget 1996-97L\
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CITY OF CARLSBAD -AGENDA BILL 1
AB# )3,G?? I TITLE:
1996-97 OPERATING BUDGET DEPT HD.~~
MTG. 6/4/96 CITY ATTY~ h
DEPT. FIN CITY MGR. d
RECOMMENDED ACTION:
Accept report.
ITEM EXPLANATION:
Operating Budget
The proposed operating budget for 1996-97 totals $78.2 million, a decrease of $3.7 I
from the current 1995-96 budget. Operating revenues are estimated at $79.4 million wI
a $3.2 million increase over the current year projections and is mainly the result of incr
in the General fund which is up $1.6 million.
The General Fund portion of the budget contains $41.3 million in recommended expenc
1996-97 total $41.3 million resulting in a budget which is balanced with current revel
Revenue projections show an increase of 4.1% or $1.6 million from the current 1s
projected receipts.
The City's operating revenues are beginning to recover from the recession, but nl
enough to allow for any significant increases in programs or service levels. Balancil
1996-97 General Fund budget entailed the use of the following strategies:
9 Eleven (11) positions are not funded. The unfunded positions are vacar
and is down $73,000 from the current 1995-96 budget. Projected General Fund reveni
represent no layoffs of existing staff.
9 This is the fourth year that alternate funding sources have been used to supporl
former General Fund programs including the use of Police Asset Forfeiture fund
Tax revenues, TransNet revenues, the General Liability fund balance, i
reimbursement from the Public Employees Retirement System (PERS).
9 Payment to the Golf Course fund has been included in the General Fund bud
1996-97. This had previously been accomplished through transfers from the C
Fund balance.
P Capital outlay expenses have been included within the proposed General Fund
(totaling $274,000).
9 The Council Contingency account is proposed at $685,000. This account is ava
to the City Council to address unanticipated emergencies or unforeseen prograr
needs.
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- PAGE TWO OF AGENDA BILL NO. 13; /o 3 7
For the first time since the recession, the General Fund has had sufficient revenues to
support a small increase in programs and service levels. The following new programs
and/or increased service levels are recommended and reflected in the budget figures.
P Poinsettia Park maintenance/sports programs
P Reserve Firefighter program > North County Gang Task Force detective
P Alternate delivery of Advanced Life Support (ALS)
General Fund revenues have stabilized and are beginning to grow slowly although one
of the largest sources, property taxes, has remained stagnant. In order to maintain the
high level of services expected by the citizens, the City has continued to use alternate
revenue sources to finance some General Fund programs. As revenues grow they will
need to absorb these programs thus hindering the ability of the City to add services in
the future.
The Water Enterprise revenues and expenses are balanced at $13.4 million. A water
rate study was recently completed and the results of the study will assist in determining
the amount and nature of any necessary rate increases for Water District residents.
The Sanitation Enterprise has a proposed budget of $4.6 million, which is $12,000 less
than the current 1995-96 budget. Revenues for the Sanitation fund, at $4.9 million, are
essentially equal to the 1995-96 projections.
The combined Redevelopment Agency budget proposal totals $1.8 million which is
essentially equal to the previous year's appropriation.
The work session on June 4, 1996 is an opportunity for the Council to review the 1996-
97 Operating Budget and associated issue statements. City staff will be making
presentations and be available to answer questions. The public hearing is set for the
meeting of June 18, 1996. At that time, Council may receive input from interested
citizens and groups wishing to comment on the proposed budget. Citizen's will also
have an opportunity to discuss the Operating Budget and the Capital Improvement
Program at the public forum scheduled for Monday, June IOth, at noon in the Council
Chambers.
EXHIBITS
1. 1995-96 Operating Budget.
4 e 0 - EXHIBIT 1 -
1996-97 OPERATING BUDGET I ~ ~~
Overview
The proposed 1996-97 operating budget for the City of Carlsbad totals $78.2 million
with revenues for the year estimated at $79.4 million: General Fund revenues and
expenditures are balanced at $41.3 million. The budget message which fo\\ows wi\
summarize the operating revenues, expenditures, and important issues facing the Cit)
in the forthcoming 1996-97 fiscal year. Discussion is focused on the General Fund as i
contains discretionary revenues that fund the basic core of City services. This shoulc
not diminish the importance of the other operating funds, as they too contribute to thl
array of services available within Carlsbad.
The beginning of the 1990's marked a major change in the City of Carlsbad'
economics and budgeting strategies. Throughout most of the 198O's, the City had bee
experiencing tremendous growth and a steadily increasing revenue stream. Th
challenge at that time was to provide programs and services to keep up with th
increasing demands from a growing population. In 1990-91, the City began to see i
revenues slow as a very deep recession took hold in California. Property ualug
tumbled, sales taxes dipped and development all but stopped throughout much of tt
State. The effect on Carlsbad's revenues was dramatic, especially in light of the doub
digit growth experienced in previous years.
The State of California was also experiencing shortfalls in revenues during this time ar
chose to balance its budget with cities' and other agencies' revenues. During fisc
years 1993 and 1994, the State took over $2.5 million in property taxes from the City
Carlsbad. This was a permanent reduction in revenues and one from which the C
has not yet recovered. As a result of the recession and the State's raid on City func
the City has faced the constant dilemma of how to provide the high level of servic
expected by its citizens with less and less available revenues.
The last two fiscal years have brought some relief to the budget woes. Althol
property taxes continue to lag, there has been a noticeable increase in developml
which is reflected in the development-related revenues. Also, the State has seen so
positive changes in its revenues and, so far, there have been no further raids on (
property taxes or other revenues sources. However, even with the ending of
recession, it will take the City many years to recover from the losses in the early 1991
AS we enter fiscal year 1996-97, the City's operating revenues are beginnins
recover, but not fast enough to be able to offset all the one.-time sources used in
past to balance the budget. There has not been any significant growth in t
revenues to the General Fund for many years. This has challenged the City each )
to find methods to balance the needs of the current programs with the. avail:
revenue stream.
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I
Budqetarv Policies
An analysis of the local economy indicated that the City should expect minimal growth
in revenues for 1996-97 compared to projections for fiscal year 1995-96. This required
expenditures to be contained with only small increases for new programs or services.
In order to accomplish this goal, a base budget was established for each department
which excluded any amounts carried over from previous years and was increased for
certain known factors. Each department was given the direction to maintain the
within the following guidelines:
2 Departments were provided a base budget figure. The base budget was an
approximation of the adopted budget for each department from fiscal year 1995-96,
excluding capital outlay and adjusted as detailed below.
bottom-line total. In order to arrive at this goal, departments prepared their budgets
> Base budget figures were adjusted for increases due to step increases, approved
salary increases, and revised assessments for Information Systems, Workers’
Compensation, Liability Self Insurance, Vehicle Maintenance and Vehicle
Replacement Funds,
‘r Increased costs were required to be offset by reductions elsewhere so that the
adjusted base figure would remain the same.
3 New programs or increases in service levels could be proposed if requested as part
of Council’s goal-setting process or mandated at the federal, state, or local level.
> No increase in fees or other charges for services were assumed.
> Capital outlay’ requests were submitted along with the departmental budgets but
were considered outside of the adjusted base figure.
> Departments were encouraged to use the most effective and efficient service
delivery methods within the base budget.
The use of these guidelines resulted in a 1996-97 operating budget of $78.2 million, i
decrease of $3.7 million from the current 1995-96 budget. Eleven (1 1) positions will nc
be funded in the 1996-97 budget, down from fifteen in the previous year. All of th
unfunded positions are in General Fund programs. The Council Contingency accoul
is budgeted at $685,000 which is up from the $544,000 budgeted in the 1995-9
adopted budget, but still below the $1 to $2 million budgeted in pre-recessionary year
This account is av’ailable to the City Council to address unanticipated emergencies (
unforeseen program needs.
2
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- Revenue
The following table shows the total operating revenues the City anticipates receiving for
1995-96, as well-as those estimated for 1996-97.
REVENUE SUMMARY
BY FUNCTION
(in Millions)
PROJECTED ESTIMATED
FUND 1995-96
0.7 3.6% 20.4 ENTERPRISE 19.7
0.2 2.5% 8.3 SPECIAL REVENUE 8.1
1.6 4.1 yo 41.3 GENERAL FUND 39.7
DIFFERENCE Oh CHANGE 1996-97
INTERNAL SERVICE 7.0 0,7 10.0% 7.7
REDEVELOPMENT 1.7 0.0 0.0% 1.7
I I
TOTAL 76.2 79.4 3.2 4.3%
Revenue estimates for the operating budget indicate that the City will receive a total c
$79.4 million, a $3.2 million increase over the current year projections. The majority c
the increase can be attributed to the General fund up $1.6 million. This fund will b
discussed later in this report. Revenues for all other groupings are expected to remai
relatively flat.
General Fund revenues provide a representative picture of the local economy. Thes
revenues are of particular interest as these resources fund basic City services such a
Police, Fire, Library, Street Maintenance and Park and Recreation programs. The tab1
below shows a summarized outlook for the major General Fund revenues.
SIGNIFICANT REVENUES
TO THE GENERAL FUND
(In Millions)
PROJECTED ESTIMATED
FUND 1995-96
PROPERTY TAX 10.9
DIFFERENCE % CHANC 1996-97
0.9 7.i 12.6 ALL OTHER REVENUES 11.7
3.E 0.1 2.7 DEVELOPMENT RELATED REVENUES 2.6
6.; 0.2 3.4 TRANSIENT OCCUPANCY TAX 3.2
2.7 0.3 11.6 SALES TAX 11.3
0.E 0.1 11.0
TOTAL GENERAL FUND REVENUE 39.7 1.6 4.’ 41.3
3
Throughout Carlsbad's history, property taxes have always been the largest source of
revenue for the General Fund. However, due to the permanent loss of property taxes
to the State and the deflation of real estate values, property taxes fell from a high 01
approximately $1 3.5 million in 1991-92 to an estimated $1 1 million for fiscal year 1996-
97. Property taxes represent 27% of the total General Fund revenue and show a smal increase from the 1995-96 estimate, Although property values seem to have stabi\izet
from their downward movement over the past several years, no appreciable recovery o
property values has occurred and future recovery is expected to be very slow.
Sales tax is now the single largest revenue source to the General Fund representin!
28% of the fund. Sales taxes are estimated at $1 1.6 million for 1996-97, an increase o
2.7% or $300,000 over the projected 1995-96 receipts. This estimate include1
approximately $310,000 that is restricted to spending on public safety services unde
Proposition 172. Proposition 172 required that the 112 cent increase in California sale'
taxes be deposited to newly created state and local public safety trust funds an(
allocated to local agencies to fund public safety services.
The next most significant General Fund revenue is the Transient Occupancy Tax whic
is estimated at $3.4 million for 1996-97, an increase of 6.2% over 1995-96 estimates
Tourism receipts in Carlsbad have been on the upswing in 1995-96 and are expected t
continue their growth through 1996-97. This growth follows three years of relatively fl:
revenues and is consistent with many other cities in San Diego County.
Development within Carlsbad saw a sudden upward turn in 1994-95 with growth i
revenues of 65% over the previous year, This level of development has been sustaine
for the most part throughout 1995-96 and is expected to continue in 1996-97. Th
1995-96 development related revenues, which include planning, engineering an
building department fees as well as construction permits and the license tax on ne
construction, are expected to come in approximately $400,000 higher than original
budgeted. The projections for 1996-97 show a 3.8% increase in these revenues for
total combined revenue projection of $2.7 million.
All other revenues include franchise taxes, transfer taxes, vehicle license fee
ambulance fees, recreation fees, and other charges and fees. Also incorporated in
this category is a reimbursement from the Public Employees Retirement Syste
(PERS) for overpayments in previous years amounting to $775,000 and a transfer in
the General fund from the General Liability fund of $100,000 due to lower th:
expected claims.
Special Revenue Fund revenues total $8.3 million which is $200,000 or 2.5% more thi
those projected for 1995-96. The types of functions supported within Special Revenl
Assistance, Community Development Block Grants (CDBG), maintenance assessme
districts, and Gas Tax street maintenance. The Special Revenue Fund accounting i
most of the increase in this category is the Senior Trust Fund. This is the first year tt
the Senior Trust Fund is included in the. budget as it was previously shown as
Funds include programs funded by specific revenue streams such as Section 8 Housil
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agency fund. This special revenue fund was established to account for donations and
programs for the senior citizens of Carlsbad.
Enterprise Fund revenue for 1996-97 is projected at $20.4 million, up $700,000 or 3.6% over 1995-96 projections, Enterprise Funds are similar to a business in that rates are
charged to support the operations which supply the service. Examples of Carlsbac
enterprises include the water and sanitation services, and solid waste management.
Water Operations revenues show an increase of 1.6%, or $212,000, based on ar
anticipated increase in water sales of 500 acre feet . A water rate study is current11
underway and the results of the study will assist in determining the amount and naturc
of .any necessary rate increases. Reclaimed water revenues are also projected tc
increase in 1996-97 by $50,000. Sanitation operating revenues, at $4.9 million, an
essentially equal to the 1995-96 projections.
The revenues to the Golf course enterprise fund show an increase of $450,000 whic
represents the proposed transfer of funds from the General fund. These amounts ar
needed to pay the taxes, assessments and maintenance costs on the land purchase
for the- future municipal golf course. All necessary land has been purchased an
development planning is underway. The payments to support this project had bee
made from the General fund balance in previous years rather than from operatin
revenues due to financial constraints.
Internal Service Funds show an estimated revenue of $7.7 million for 1996-97, a
increase of $700,000, or 10% over 1995-96 projections. Internal Service Funds provid
services within the City itself and include programs such as the self insurance funds fc
Workers' Compensation and Liability Insurance, as well as Information Systems ar
Vehicle Maintenance. Departments pay for services provided by these funds. TP
Internal Service Fund demonstrating the largest revenue increase is the Heall
Insurance fund, up $407,000 or 23.4%. The increase is largely attributed to tt
inclusion of the amounts paid under the Kaiser insurance plan whereas in previoi
years, only.the Northwestern insurance expenses were included. The increase can t
seen both in the revenues and the expenditures. All other revenues to the fund ha
remained stable. Information systems revenues have also increased due to increas
in the services provided to the departments.
Redevelopment revenues are estimated at 1995-96 levels of $1.7 million. The t
increment on property values has not exhibited any signs of growth over the past thr
years, and is expected to remain unchanged for 1996-97.
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Expenditures
Proposed City operating expenditures for 1996-97 total $78.2 million which represents
a decrease of $3.7 million, or 4.5% from the current 1995-96 budget as shown in the
t.able below,
BUDGET EXPENDITURE SUMMARY
(in Millions)
BUDGET BUDGET
FUND 1995-96
0.0 0.0% 1.8 REDEVELOPMENT 1.8
(1.0) -11.5% 7.7 INTERNAL SERVICE 8.7
0.2 1 . 0% 19.8 ENTERPRISE 19.6
(2.8) -26.9% 7.6 SPECIAL REVENUE 10.4
(0.1) -0.2% 41.3 GENERAL FUND 41.4
DIFFERENCE '/o CHANGE 1996-97
TOTAL 81.9 (3.7) -4.5% 78.2
L I I 1
General Fund expenditures show a $100,000, or 0.2% decrease, from the currer
1995-96 budget to the 1996-97 budget. Balancing the 1996-97 General Fund budge
entailed the use of the following strategies which are profiled below.
> Eleven (11) positions are not funded. The unfunded positions are vacant an
represent no layoffs of existing staff. The unfunded positions now include foc
(4) positions in the Library, four (4) positions in Engineering, two (2) positions i
Community Services, and a management analyst in the Fire department.
9 This is the fourth year that alternate funding sources have been used to suppo
some General Fund programs. Police Asset Forfeiture funds are supporting i
maintenance and operation costs of the DARE and Juvenile Diversion program
as well as all costs of the school resource officers, a new program this yea!
Major street maintenance and repair programs are supported through the G;
Tax and TransNet revenues,
> Payment to the Golf Course fund has been included in the General Fund budg
for 1996-97 in the amount of $470,000. This had previously been accomplish1
through transfers from the General fund balance.
3 Capital outlay expenses totaling approximately $274,000 have been fund
within the General Fund budget.
6
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New Programs and Increased Service Levels
For the first time since the recession, the General fund has had sufficient revenues to support a mall increase in programs and servkes levels, The following new programs
and/or increased service levels are recommended by the City Manager and are
included in the budget figures.
Poinsettia Park
Funding has been included for the ongoing maintenance of Poinsettia Park. The
majority of the maintenance expenses are for water, electricity, and contractual
services. Phase I of the park is expected to open by the end of the 1996 calendar year
Expenses for the operation of adult softball and soccer leagues at Poinsettia Park are
.also included. The expenditures for the Adult Sports Programs will be offset by team
registration fees.
Reserve Firefiahter Proaram
A reserve firefighter program is being proposed to augment the current staffing, provide
an employment path, and expand community safety outreach programs. The funding i!
for uniforms and personal protective equipment. It is envisioned that the reservc
program would include up to 25 reservists who would work side-by-side with the City’!
firefighters and perform the less-technical, non-emergency tasks.
Gana Task Force Detective
An additional senior police officer is budgeted and recommended for assignment to thl
North County Gang Task Force. This detective would expand the City’s capability i
dealing with gang-related problems in North County. As a participant in the Nod
County Task Force, the resources of the entire task force would be available to the Cii
to target specific problems in Carlsbad.
Alternate Delivery of Advanced Life Su~~ort
Alternate delivery of Advanced Life Support (ALS) is budgeted to decrease the time
takes to deliver ALS to the scene through an engine-based paramedic delivery syster
Currently the Fire department has three ALS equipped engines and ha ambulance:
The budget proposes converting to six ALS equipped engines and reclassifying three
the nine firefighter positions to paramediclfirefighters.
7
Special Revenue Funds show a decrease in anticipated spending of approximately
$2.8 million, ob 27% which is the net result of significant reductions in two programs
offset by increases in others. Gas Tax spending is projected to decline by $2.5 million
as the 1995-96 budget contains a large amount of funds carried over from the previous
years to complete scheduled projects. In addition, the 1996-97 budget proposes
funding $1 .I million for the street overlay program with TransNet money rather than
with Gas Tax funds.
The Street Lighting Maintenance Assessment District budget contains a decrease of
$350,000, or 33% and is due to the one-time costs to purchase street light fixtures from
SDG&E contained in the 1995-96 expenditure estimate. The only Special Revenue
fund showing a significant increase is the Police Asset Forfeiture fund. The Police
Asset Forfeiture fund includes a new program for School Resource Officers.
New Program - A School Resource Officer program is included for La Costa Canyon
and Carlsbad high schools. The goals of this program are to maintain order in and
around schools, to deter crime through enforcement, and to create positive interaction
among students, citizens, and educators. The program would consist of two police
officers, one assigned to each high school for the nine-month school year. The two
positions will be jointly funded with both the school districts for the nine-month period.
Two new funds appear in the budget under the category of Special Revenue Funds.
These are the Senior Trust Fund and the Housing Trust Fund. The Senior Trust Fund
will track the transactions and donations for the Senior program. The Housing Trust
Fund reflects the administrative costs associated with the lnclusionary Housins
program.
Enterprise Funds show a budget increase of $200,000, or I%, due mainly to increasec purchased water costs in both the Water Operations and the Reclaimed Water funds.
It is anticipated that there will be higher demand for water due to new development.
Internal Service Funds show a budget decrease of $1 million. The largest change is ir
the Vehicle Replacement fund which shows a decrease of $831,000. The decrease i:
the result of an unusually high budget over the last two years. This occurred as tht
City has been catching, up on purchases which were delayed due to budget cuts if
previous years. The budget for this fund normally fluctuates according to the vehicle:
recommended for replacement in any given year,
The budget for Workers' Compensation Self Insurance has decreased by $260,000 c
23%. The 1995-96 budget includes an operating transfer into the General Fund whic
is not budgeted for 1996-97.
The Redevelopment Agency budget has decreased for 1996-97 by $47,000, mainly tt-
result of a decrease in the administrative costs charged to the Low and Modera< Income Housing budget.
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Summary
While the 1996-97 budget does show some growth in programs and services for tht
first time in many years, the City has still not fully recovered from the effects of thc
recession. Revenues have stabilized and are beginning to grow slowly although one c
the largest sources, property taxes, has remained stagnant. In order to maintain thc
high level of services expected by the citizens, the City has continued to use alternatl
revenue sources to finance some General fund programs. As revenues grow they wi
the future.
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need to absorb these programs thus hindering the ability of the City to add services i
However, the economic outlook for Carlsbad is very positive. The Four Seasons reso
at Aviara is expected to open in 1997 and Legoland, a theme park for children, ha
scheduled their opening for 1999. Another resort hotel and a community hotel are als
expected to be developed along with Legoland. In addition, the industrial corridc
along Palomar Airport Road has continued to grow and expand bringing in many ne
businesses to Carlsbad. All of these will contribute to the future economic health of tt-
City.
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CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1995-96
UNRESERVED PROJECTED
- BALANCE ESTIMATED ESTIMATED FUND BACANCE
FUND JULY 1.1995 REVENUES EXPENDITURES TRANSFERS JUNE 30,1996
GENERAL FUND 12,877,307 39,663,000 39,431,813 13.108.494
SPECIAL REVENUE I
POLICE ASSET FORFEITURE
HOUSING - SECTION 8
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTlTLEMENTlREHAB
SENIOR TRUST
HOUSING TRUST
1,255.900
144,600
82,500
3,366,600
447,400
31,300
1.145.000
430,800
321,600
0
25,660
0
835,034
150,000
3,235,000
110,000
1,350,000
533,200
383.300
645,400
120,000
229,000
195,900
647,500
0
500.000
457,902
3,238,094
143,500
1,469,500
515,003
337.710
555,423
4,500
284,200
196,583
672,001
0
0
947.998
141,506
49,000
3,247,100
465,597
76.890
1,234,977
546.300
266,400
(683)
1,159
0
1,335,034
[ENTERPRISE I
WATER OPERATIONS
RECLAIMED WATER
SEWER OPERATIONS
SOLfD WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE I
WORKERS COMP SELF INSUR
LIABILITY SELF INSUR'
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
8,042,ooo
362,900
5,201,000
. 126.500
420,000
862,736
1 .a81 -438
1,615,580
(87.415)
3,981,872
13,229,600
1.400.076
4,934,900
106,000
50,000
754,970
1,064,710
1.740.400
1,335,000
990,000
12,940.828
1,183,033
4,096,232
143,615
470,000
956,600
71 7,960
7,832.832
1,304,300
1,093,500
8,330.772
579,943
6,039,668
88,885
0
661,106
2,22a.m
1,523.1.48
(56,715)
3,878,372
INFORMATION SYSTEMS 569,625 1,088,500 1,260,190 397,935
IREDEVELOPMENT I L I
OPERATIONS 56,800 11 3,300 589.800
DEBT SERVICE 1,537,337 1.275.000 1,049,100
LOW AND MOD INCOME HSNG 677,924 357,000 173,420
(419,700)
1.763,237
861,504
TOTAL OPERATING FUNDS $46,211,998 $76,201,756 575,117,639 $0 $47,296,115
' Balances are less the expected reserves
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CITY OF CARLSBAD
OPERATING FUNDS 0
PROJECTED FUND BALANCES FOR FY 1996-97 .
PROJECTED ~ PROJECTED
- BALANCE ESTIMATED ESTIMATED FUND BALANCE
' FUND JULY 1,1996 REVENUES EXPENDITURES TRANSFERS JUNE 30,1997
GENERAL FUND 13,108,494 41,339,800 41,330,556
APPROPRIATION FROM FUND BALANCE
13,117,738
(690.000)
12.427,738 ISPECIAL REVENUE I I I
POLICE ASSET FORFEITURE
HOUSING - SECTION a
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LlGHTfNG
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT/REHAB
SENIOR TRUST FUND
947,998
141,506
49,000
3,247,100
465,597
76,890
1.234.977
546,300
266,400
(683)
1,159
0
150,000
3.252.000
110,000
1,425,000
534,200
400,400
645.000
105.000
235.000
187,292
647,500
112,000
552,728
3,245,086
105,500
408,000
539,670
360,605
712.a85
304,500
341,200
187,292
672,000
11 2,000
545.270
148.420
53,500
4,264.100
460,119
116,6a5
1,167.092
346,800
160,200
(683)
(23.341)
0
HOUSING TRUST FUND 1,335,034
ENTERPRISE I
WATER OPERATIONS ~30.772
RECLAIMED WATER 579,943
SEWER OPERATIONS 6.039.668
SOLID WASTE MANAGEMENT 88,885
GOLF COURSE 0
500,000
13,441,300
1,450,028
4,933.500
86,000
500,000
108,599
13,354,612
1,269,770
4,550,210
115,496
475,000
1.726.435
8,417,460
760.201
6.422.95a
59.389
25,000
[INTERNAL SERVICE I
WORKERS COMP SELF INSUR 661,106 754.730 864.900 550,936
LIABILITY SELF INSUR 2,228,laa 1.060.710 1,117,160 2.171.730
HEALTH JNSURANCE 1,523,148 2,147,165, 2,145,500 1,524,813
VEHICLE MAINTENANCE (56.715) 1,331,450 1,337,600 (62.865)
VEHICLE REPLACEMENT 3,870.372 1,148,600 988,500 4,038.472
INFORMATION SYSTEMS 397,935 1,203,900 1 ,199.760 402,075
REDEVELOPMENT I
OPERATIONS (419,700) 113,300 567,362 * (873.762)
DEBT SERVICE 1.763.237 1.250.000 1,074.700 1.938.537
LOW AND MOD INCOME HSNG 861,504 355,000 128,641 i,o~,a63
TOTAL OPERATING FUNDS $47,296,115 $79.418.875 $78,16g,a40 $0 347,855,150
11
CITY OF CAKLSonu
OPERATING FUNDS'
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
%INCR (DEC)
1995-96 95-96 BUD - 1993-94 1994-95 ESTIMATED 1995-96 TO 1996-97
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 96-97 BUD BUDGET
/GENERAL FUND J
GENERAL GOVERNMENT
CITY COUNCIL 160,164
CITY MANAGER 744.963
CITY CLERK
CITY A'TTORNEY
409,956
370,109
FINANCE 993,163
CITY TREASURER
PURCHASING
79,595
338.909
HUMAN RESOURCES 571,196
TOTAL GENERAL GOVERNMENT 3,668,055
163.272
779,608
424,536
450,286
968.880
65,376
333,807
698.617
3,884,382
171.190
778,390
345,000
486,194
1,004,020
97,020
367,221
978.114
4,227,149
172,489
801,219
443,862
519,341
1,128,466
115,134
369,119
984,738
4,534,368
PUBLIC SAFETY
POLICE 8.760.470 8.696.676 9,242,899 9,320.985
FIRE 6.986.556 6.793.846 6,896.304 6.973.948
TOTAL PUBLIC SAFETY 15,747,026 15,490,522 16,139,203 16,294.933
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BUILDING INSPECTlON
546,406
132,124
27.060
3.004.240
1.793.682
107,377
399
702,467
TOTAL COMMUNITY DEVELOPMENT 6.313.756
564,594
136,477
66,811
3.027.248
1,776,213
71.435
1,602
733,692
6,378,072
574,000
189,185
112.140
3,060,753
1.890.945
73,860
3,000
880,007
6,763,890
615,700
231.838
170,102
3.281.239
2,095,334
78.597
3.000
886.238
"~
7,362,046
170,390
-20.7% 352,200
2.3% 819,765
. 1 .2%
517.8aa -0.3%
1.099.350
-10.6% 880.415
.o 1 % 368.850
-0.3% 114,770
-2.6%
4.323.628 -4.5%
9,692.21 1
2.3% 16.662.673
0.0% 6,970,462
4.0%
597.900
-26.4% 125,120
-20.8% 183.705
-2.9%
3.140.088 -4 3%
2,031,694 -3.0%
79,060 0.6%
3.000
-5.6'1' 836.334
0.0%
6.996.901 -5.03 I
LlBWRYlCULTURE
LIBRARY 2.447.865 2,398,418 2.465.105 2,505,974 2,551,352 1 89
CULTURAL ARTS PROGRAM 225,650 244.588 252.377 265.663 261.972 -1.4F
SISTER CITY PROGWM 8.426 9.926 6.650 6.650 6,800 2.3(
TOTAL LIBWRYCULTURE 2,681,941 2,652.932 2.724.132 2.778.287 2,820,124 1.5 u
12
- e -.. . w. - .... "-. .-
OPERATING FUNDS -
BUDGET EXPENDITURE SCHEDULE . FISCAL YEAR 1993-94 THROUGH 1996-97
%INCR (DEC)
1995-96 95-96 BUD r
- 1993-94 1994-95 ESTIMATED 1995-96 TO 1996-97
UEPARlM€NT ACTUALS AGTUALS EXPENOITUR€S BUDGET 36.37 BUD BUDGET
COMMUNITY SERVICES
COMMUNITY SERVICES ADMIN 716,950 641,190 605,205 619.604
-20.3% 1.167.800 FACILITIES MAINTENANCE 1,186,464 1,116.823 1,423,650 1,464,745
2.2% 1.524.964 STREET MAINTENANCE 1,350,169 1,504,024 1,434,635 1.492.384
10.1% 273,733 SENIOR PROGRAMS 228.591 232.804 246,630 248,539
3.1% 1,679,563 RECREATION 1.627.035 1,654.529 1,608,730 1,628,970
17 2% 1.893.805 PARK MAINTENANCE 1.583.521 1,535,183 1,576.856 1,616,139
3 5% 641.380
Major Facility Maintenance (Transfer) 0 0 100.0% 212.600
TRAFFIC SIGNAL MAlNT 278,405 286. I63 299.408 331.889
4.1% 7.704.580 TOTAL COMMUNITY SERVCIES 6.971.135 6,970.716 7.195.114 7,402,270
-6 4% 310,735
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 222,702
BEACH PARKING 33.668
COMMUNITY CONTR.IBUTIONS 75,000
HIRING CENTER 76,967
HOSP GROVE PAYMENT 787.708
AUDIT 26,823
PROPERTY TAX ADMIN FEE 154,827
ANIMAL REGULATION CONTRACT 110.868
DUES &SUBSCRIPTIONS 20,973
MlSClOPERATlNG TRANSFERS OUT 1,311,502
ASSESSMENT SERVICES 6,266
BOND SERVICES 5.432
GOLF COURSE TRANSFER 0
TOTAL NON-DEPARTMENTAL 2.832,736
215,847
36.000
101.300
64.378
798.443
26,430
162,152
119,096
23,167
2,110,770
6,998
4.961
0
3,669,542
211,150
36.000.
75,000
80,000
793.080
40,000
180,000
140,000
25,000
764,095
1 1,500
6.500
0
2,362,325
242,663
36,000
75,000
80,000
802,500
71,416
180.000
140,000
25.000
808.345
20.525
6.500
0
2.487.949
211,150
36,000
75,000
80,000
797,500
42,000
185,000
154,000
30,000
0
50,000
7.000
470,000
2,137,650
-13.0%
0.0%
0.0%
0.0%
-0.6%
41.2%
2.8%
10.09
20.09
-100.09
143.60,
7 .??
0.001
-14.14
SUBTOTAL GENERAL FUND 38.214.650 39.046.166 39.431.813 40.859.855 40.645.556 H -0.5'
CONTINGENCIES
TOTAL GENERAL FUND
0 0 0 544,000 685.000 25.9' H
38,214.650 39,046,166 39.431.813 41,403,855 I 41.330.556 I -0.2
13
w. I I ". -I ,1,"-111
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
%INCR (DECi . ~, ! 1995-96 95-96 BUD
1994-95 ESTIMATED 1995-96 1996-97
ACTUALS EXPENDITURES BUDGET BUDGET 96-97 BUD
- 1993-94
OEPARTMENT ACTUALS ISPECIAL REVENUE FUNDS I I
425,156
3,023,020
146.256
816.674
503,530
279,718
589.281
3.111
284.083
194.514
533.751
457.902
3,238,094
143,500
1,469,500
515.003
337.710
555,423
4,500
284.200
196,583
672.001
12.5%
-0.7%
-29.4%
-85 6%
1 .9%
-5.5%
-32.9%
4584.6%
13.3%
-4.9%
-41.1%
100.0%
100.0%
POLICE ASSET FORFEITURE
HOUSING SECTION 8
AUDIO VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT!REHAB
SENIOR TRUST FUND
HOUSING TRUST FUND
TOTAL SPECIAL REVENUE FUNDS
604.628
2,796,679
93,327
1,593,540
546,742
277.490
528.069
154,215
313.138
189.757
1,177,361 "_ _"_
491,316
2,837,856
105,500 149.491
3,245.086 3,266,600
552.728
672,000 1,141,768
187.292 196,846
34 1,200 301,160
304.500 6,500
712,885 1,062,763
360,605 381.552
539.678 529,747
408.000
_"_ 112.000 _"_ 108,599
10,365,599 7.650.073
"" -_"
"" ""
~~~
7,874,416
12,940,826
1,183,035
4,096,232
143.615
470,000
-26.2% 8.274.946 6,799.094
11,854,051
836,573
4,262.927
116.701
402,518
ENTERPRISE FUNDS
WATER OPERATIONS 11,875,831
RECLAIMED WATER 637,860
SANITATION OPERATIONS 3,974,627
SOLID WASTE MANAGEMENT 112.282
GOLF COURSE 0
TOTAL ENTERPRISE FUNDS 16.600.600
I I
0 8%
2 5%
0. 3%
-24.3O/c
1.1%
13,243.259 13.354.612
1,238.738
4.550.210 4,538.126
1,269,770
475,000 470.000
1 15.496 152,652
19,642,775 19.765.088 I7 17,472,770 0.6% 18,833,708
[INTERNAL SERVICE FUNDS J
WORKERS COMP SELF INSURANCE 789.247
LIABILITY SELF INSURANCE 1.100.916
HEALTH INSURANCE 1,656,038
VEHICLE MAINTENANCE 1,267,296
VEHICLE REPLACEMENT 542.631
INFORMATION SYSTEMS 725.300
1,050,204 956,600
282.270 7 17,960
1,831,993 1,832,832
1.211.752 1.304.300
664.594 1.093.500
744.848 1.260.190
-23.2%
3.9%
5.14
2.20,
-45.74
1,125,590
1,309,009
2,145,500 2,041,000
1.117.160 1,074.840
864,900
988,500 1,819,316
1,337,600
1,294,747 1,199,760 -1.3' H 8.664.502 7,653,420 -11.7 5,785,661 7.165.382 TOTAL INTERNAL SERVICE FUNDS 6.281.428
IREDEVELOPMENT I
OPERATIONS 590.094
DEBT SERVICE 1,091,749
LOW AND MOD INCOME HSNG 101.496
601.575 589.800 564,671 567,362 0.5
1.368.296 1,049,100 1,077,600 1,074,700 -0.3
67.730 173.420 176.143 128.641 -27 C
2.037.601 1,812,320 1,818,414 1,770,703 -2.E LA
71.141.292 75,117,639 81,895,145 78.169.840 .4 i
TOTAL REDEVELOPMENT 1.783.339
TOTAL OPERATING FUNDS 71.154.963 I ~~ ~ ~~
14
~~
. W CITY OF CARLSBAD w
OPERATING FUNDS . REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
OF PI 95-96 1995-98 TO REVENUE REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
-
REVENUE SOURCE 1994.95 1995.96 PROJECTED 1996.97 1996.97 GENERAL FUND I
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
$10389.368
11.399.568
3,252,270
1,399,151
235.455
TOTAL TAXES 27,175,812
$10,900,000
1,460,000 1,430,000
3,350,000 3,200,000
11,610,000 1 1,300.000
$1 1,000,000
250.000 260.000 I I
27.080.000 H 27,680,000
LICENSES AND PERMITS
CONSTRUCTION PERMITS 644,131 700,000
BUSINESS LICENSES 1.245.830 1.400.000
LICENSE TAX-CONSTRUCTION 113.118 50,000
OTHER LICENSES 8 PERMITS 389,191 390.000
TOTAL LICENSES & PERMITS 2,392,270 2,540,000 I4 650,000
1,400,000
75,000
385,000
2,510,000
STATE SUBVENTIONS
VEHICLE IN-LIEU 2.385,855 2,400,000 I4 2,450,000
OTHER 234,045 200.000 210.000
TOTAL STATE SUBVENTIONS 2,619,900 2.600,OOO 2,660,000
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
803.352
482.904
936.072
353,016
706,559
164,076
532.686
3.978.665
550,000
460,000
800,000
. 310,000
700,000
175,000
480.000
3.475.000 ..
0.9% 100.0(
2.7% 310,Ol
4.7% 150.01
2.1% 30.0
4.0% 10,o
2.2% 600.0
-7.1% (50,O
0.0%
50.0% 25.1
-1.3% (5.1
-1.2% . (30,l
700,000
450,000
800,000
340.000
745,300
160,000
600,000
3,795,300
2.1% 50.
5.0% 10.
2.3% 60.
27.3% 150.
-2.2% (10,
0.0%
9.7% 30
6.5% 45
-8.6% (15
25.0% 120
9.2% 320
FINES AND FORFEITURES 263,411 240.000 12.5% 31 270.000
INTEREST 1,311.791 1,200,000 8.3% 10 1,300,000
INTERDEPARTMENTAL CHARGES 2,303,335 1,800,000 0.0% 1,800,000
OTHER REVENUE SOURCES 1.210.585 728.000 81.9% 59 1,324,500
TOTAL GENERAL FUND 41.255.769 39.663.000 4.2% 1,67 41,339.800
15
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
OF FY 95-96 1995-98 TO REVENUE -
REVENUE S,OURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
LSPECIAL REVENUE FUNDS I : I
POLICE ASSET FORFEITURE
ASSET FORFEITURES 93.898 90,000 0.0% 0
INTEREST 64,720 60,000 0.0% 0
TOTAL 158.618 150,000 0.0% 0
HOUSING - SECTION 8
INTEREST 14.131 8,000 O,O% (
FEDERAL GRANT 2,836,422 3,037,000 0.6% 17.00(
OTHER 185,674 190,000 0.0% (
TOTAL 3.036.227 3,235,000 0.5% 17.00(
AUDIO-VISUAL INSURANCE
INTEREST 4,633 5,000 0.0% 1
INSURANCE FEES 102,395 105,000 0.0%
TOTAL 107,028 110,000 0.0%.
GAS TAX
GAS TAX REVENUES 1,199,829 1,200,000 2.1% 25.0(
INTEREST 171 .a76 150,000 33.3% 50.0(
TOTAL 1.371.705 1,350,000 5.6% 75.01
TREE MAINTENANCE
INTEREST 22,716 15,000 -33.3% (5,C
TREE MAINTENANCE FEES 497,705 452,000 1.3% 6.(
INTERDEPARTMENTAL 66,143 66,200 0.OYO
TOTAL 580.564 533,200 0.2% I.(
MEDIAN MAINTENANCE
INTEREST 52 0 0.0%
MEDIAN MAINTENANCE FEES 270,817 383.300 400,400 4.5% 17
MISC REIMBURSEMENT 96 0.0%
TOTAL 270.965 383,300 400,400 4.5% 17 OM
16
a w CITY OF CARLSBAD w
OPERATING FUNDS - REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
- REVENUE REVENUE OF FY 95-96 1995-96 TO REVENUE
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
STREET LIGHTING
INTEREST 58,792 50,000 50,000 0.0%
INTERDEPARTMENTAL 60,000 40.000 40.000 0.0%
STREET LIGHTING FEES 618,349 550,400 550,000 -0.1 % k
MlSC REIMBURSEMENT 10,340 5,000 5,OC.C 0.0%
TOTAL 747.481 645,400 645,000 -0.1% (, H
BUENA VISTA CREEK CHNL MINT
INTEREST 21,237 20,000 5,000
BUENA VISTA FEES 99,997 100,000 100,000
TOTAL 121.234 120,000 105,000 M I I STATE GRANTS
INTEREST 14,034
GRANTS
TOTAL
-75.0% (15,
0.0%
-12.5% (15,
I
6,000 10,000 'I 66.7% 4,
331.273 223,000 225,000 0.9% 2
345,307 229,000 235,000 2.6% 6 w
SENIOR NUTRITION
GRANTS 106,083
DONATIONS
TOTAL
109,900 11 0,427 0.5%
86,275 86.000 76,865 -10.6% (9 H 192,358 195,900 187,292 4.4% (8
CDBG ENTITLEMENT/REHAE
INTEREST 862 500 500 0.0%
GRANTRNENUE . . 1,710,815 647.000 647,000 0.0% i-=$ TOTAL 1.71 1,677 647,500 647,500 0.0%
SENIOR TRUST FUND
INTEREST 0 0 I 01 0.0%
DONATIONS 0 11 2,000 100.0% 11:
TOTAL 0 11 2.000 100.0% 11' +=I
HOUSING TRUST FUND
INTEREST 0 45,000 45,000 I 0.0%
INCLUSIONARY HOUSING FEES 0 455,000 Li 0.0%
TOTAL 0 500,000 500,000 0.0%
TOTAL SPECIAL RNENUE FUNDS 8,649,164 8.099.300 2.5% 2c 8,303,392
17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
OF FY 95-96 1995-96 TO REVENUE REVENUE REVENUE
AS % DIFFERENCE ESTIMATED -
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES '
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALN FEES
INTEREST & PORTFOLIO SERVICES
ENGINEERING & PLAN CHECK FEES
CONNECTION FEES
MISCELUNEOUS
9,854,107
2,461,107
78.470
56,263
247,900
435,082
36,203
62,035
249,692
TOTAL 13,480,859
9,843,400
2.410.800
82,600
53,400
192.800
460,000
62,800
71,300
52,500
13,229,600
10,098,000
2,400,000
50,000
47,000
208,400
460,000
69,000
72,000
36,900
13,441,300
2.6%
-0.5%
-39.5%
-12.0%
8.1%
0.0%
9 ,9%
1 .O%
-29.7%
1.6%
254,60
(10.80
(32.60
(6.40
15.60
6.2C
7(
(1 5,6(
21 1.7(
RECLAIMED WATER
WATER SALES 720,471 1,033,576
READY-TO-SERVE CHARGE 11 .a58 23.000
RECLAIMED WATER CREDITS 247,269 317,000
INTEREST & PORTFOLIO SERVICES 25.972 26,000
MISCELLANEOUS REIMB WPEND 0 500
TOTAL 1.005568 1,400,076 L4 1,036,728
31,200
26,000
1,450,028
SANITATION OPERATIONS
SERVICE CHARGES 4,589,710
LATERAL CONNECTIONS 9.365
PRE-TREATMENT CHARGES 77,106
INTEREST 8 PORTFOLIO SERVICES 254,266
MISCELLANEOUS 52,163
TOTAL 4,982,610
4.587.400 I4 4,590.000
13,000 5,000
72,000 76,000
260,000 260,000
2,500 2,500
4,934,900 4,933,500
0.3% 3.1
35.7% 8,2
12.2% 38,6
0.0%
0.0%
3.6% 49.9
0.1% 2,6
-61.5% (8.C
5.6% 4 ,(
0.0%
0.0%
0.0% (1 ,I
I
SOLID WASTE MANAGEMENT
INTEREST & PORTFOLIO SERVICES 6,240 5,000 0.0% 5,000
GRANTSIREBATES 0 0
-18.9% (20, 86,000 TOTAL 173.531 106.000
-100.0% (5. 0 MISCELLANEOUS 167,291 5.000
-1 5.6% (15. 81,000 RECYCLING FEE 0 96,000
0.0% 0
GOLF COURSE
INTEREST 109,308 50,000
900.0% 450 500,000 TOTAL 1,909,308 50,000
100.0% 475 475.000 TRANSFER FROM GENERAL FUND 1,800,000 0
-50.0% (25 25,000
TOTAL ENTERPRISE FUNDS 21,551,876 19,720,576 3.5% 69C 20.410.828
18
L W CITY OF CARLSBAD w
.
-
REVENUE SOURCE
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
PROJECTED 1996-97 1996-97 1994-95 1995-96
OF FY 95-96 1995-96 TO REVENUE
I
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES 90,744 80,000
INTERDEPARTMENTAL 626,809 614,970
OTHER
TOTAL
109,432 60,000
826,985 754,970
LIABILITY SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES 128,205 130,000
INTERDEPARTMENTAL 943,701 920,710
OTHER
TOTAL
13,857 14,000
1.085.763 1,064,710
Fi 80.000
614.730
60,000
754,730
1 80.000 1 I 614.730
60.000 I I 754.730 I M 130,000
920,710
10,000
1,060,710
1 130,000 1 u 920,710
10,000
1 1,060,710 I
HEALTH INSURANCE
INTEREST 8 PORTFOLIO SERVICES 84.992 66,100 I 88.165
0.0%
0.0% (
0.0%
0.0% (
0.0%
0.0%
-28.6% (4
-0.4% (4
~ 33.4% 22
INTERDEPARTMENTAL 1,335,131 1,342,500 1,702,000 26.8% 359
REIMBURSEMENTS 322,934 331,800 357,000 7.6% 28
TOTAL 1,743,057 1,740,400 2,147,165 23.4% 406 H
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,216,125 1,320,000 1,301,450 -1.4% (1t
MISCELLANEOUS 15,080 15.000 30,000 100.0% 1!
TOTAL 1,231,205 1,335,000 1,331,450 -0.3% (: M
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 786,225 835,000
INTEREST 181,902 130,000
973,600
130,000
16.6%
0.0% 1
131
SALE OF PROPERTY
TOTAL
51.980 25,000 45,000 80.0% 2
1,020.107 990,000 1,148,600 16.0% 15 H INFORMATION SYSTEMS
INTEREST 8 PORTFOLIO SERVICES 606 20,000
1,183,900 INTERDEPARTMENTAL 772.540 1,068,500
20.000
MISCELLANEOUS
TOTAL
27,009
800,155 1.088.500 OW 1.203.900
0.0%
10.8% 11
0.0%
~
10.6% 11
TOTAL INTERNAL SERVICE FUNDS 6,707,272 6,973,580 7,646,555 9.7% 6;
19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
- REVENUE REVENUE OF N 95-96 1995-96 TO REVENUE
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
REDEVELOPMENTFUNDS
OPERATIONS
RENTAL INCOME 39,177 40,000 40,000 0.0% C
ADMINISTRATIVE FEES 36,616 71,300 1 71.30; 1 0.0% (
INTEREST 8 PORTFOLIO SERVICES (10.281) 0 0.0% c
MISCELLANEOUS
TOTAL
2.229 2.000 2,000 0 .O% (
67.741 113,300 113,300 0.0% I I
DEBT SERVICE
TAX INCREMENT 1,158,957 1,200,000 , 1,200,000
INTEREST & PORTFOLIO SERVICES 117.218 75,000
1,250,000 TOTAL 1,276,175 1,275,000
50,000
0.0%
-33.3% (25,0(
-2.0% (25.0(
LOW AND MOD INCOME HSNG
TAX INCREMENT 289,739 300,000 I 300,000 1 0.0% ' .
INTEREST 8 PORTFOLIO SERVICES 49,511 55,000 , 1 55,000 1 0.0%
MISCELLANEOUS
TOTAL
174
2'ooo w -100.0% (2.C
339,490 357,000 355,000 -0.6% (2.C
TOTAL REDEVELOPMENT FUNDS 1,663,406 1,745,300 I 1,718,300 I -1.6% (27.(
TOTAL OPERATING m,a47,4aa a76,201,756 $79,41 8,875 4.2% $3,217,1
20
0 CITY OF CARLSBAD 0 PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
L BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
- 1995-96 1996-97 (UNDER)
[crn CUUNClL i
EXECUTIVE ASSISTANT 1 1
TOTAL CITY COUNCIL 1 1 0
]CITY MANAGER 1
CITY MANAGER 1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL MANAGEMENT DIRECTOR 1 1
ASSISTANT TO CITY MANAGER 1 1
SENIOR MANAGEMENT ANALYST 1 1
SECRETARY TO CITY MANAGER 1 1
ADMINISTRATIVE SECRETARY 2 2
TOTAL CITY MANAGER 8 8 0
[CITY TREASURER I
ASSISTANT TO THE TREASURER 0.75 0.75
TOTAL CITY TREASURER 0.75 0.75 0
IClTY CLERK 1
INFORMATION SYSTEMS DIRECTOR 0 0
ASSISTANT CITY CLERK
MINUTES CLERK
ADMINISTWITJVE SECRETARY
SENIOR OFFICE SPECIALIST
1 1
1 1
0.6 0*6
2 2
OFFICE SPECIALIST I1 ' 0 0
TOTAL CITY CLERK 4.6 4.6 0
INFORMATION SYSTEMS I
INFORMATION SYSTEMS DIRECTOR
INFORMATION SYSTEMS MANAGER
SYSTEMS ANALYST
PROGRAMMEWOPERATOR
NETWORK SPECIALIST II
1 1
1 1
1 1
1 1
1 1
ADMINISTRATIVE SECRETARY 0.4 0.4
TOTAL INFORMATION SYSTEMS 5.4 5.4 0
]CITY ATTORNEY 1
CITY AlTORNEY
ASSISTANT CITY AlTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO CITY ATTORNEY
1 1
1 1
1 1
1 1
ADMINISTRATIVE SECRETARY 1 1
TOTAL CITY ATTORNEY 5 5 0
21
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
- OVER
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
1995-96 1996-97 (UNDER)
[FINANCE I
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
ACCOUNTING SUPERVISOR 2 2
ACCOUNTANT 5 5
ACCOUNT CLERK II 2 2
ACCOUNTING OFFICE ASSISTANT 1 1
ADMINISTRATIVE SECRETARY 1 1
TOTAL FINANCE 14 14 0
LRISK MANAGEMENT I
RISK MANAGER
ADMINISTRATIVE SECRETARY
1 1
1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL RISK MANAGEMENT 2.5 2.5 0
/PURCHASING
PURCHASING OFFICER 1 1
SECRETARY 1 1
BUYER 2 2
MESSENGER 1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL PURCHASING 5.5 5.5 0
[HUMAN RESOURCES
HUMAN RESOURCES DIRECTOR
HUMANRESOURCESMANAGER
HUMAN RESOURCES ASSISTANT
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
1 1
2 2
1 1
1 1
1 1
I 1
HOURLY FULL TIMEEQUIVALENTS 0,24 0.5 0.26
TOTAL HUMAN RESOURCES 7.24 7.5 0.26
[POLICE
POLICE CHIEF 1 1
SENIOR MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
COMMUNICATIONS SUPERVISOR
RECORDS SUPERVISOR
COMMUNICATION OPERATOR II
POLICE RECORDS SPECIALIST I1
PUBLIC SAFETY SYSTEMS SPECIALIST
JUVENILE JUSTICE PROGRAM COORD
CRIME PREVENTION TECHNICIAN
1
1
3
2
5
10
19
43
1
1
13
5
1
1
1
1
1
3
2
5
10
21 2
44 1
1
1
13
5
1
1
1
POLICE SERVICES AIDE 2 2
HOURLY FULL TIME EQUIVALENTS 0.99 0.64 -0.35
TOTAL POLICE 110.99 113.64 2.65
22
w w CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION ..
REQUEST
- OVER
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
1995-96 1996-97 (UNDER)
[FIRE I
FIRE CHIEF 1 1
DIVISION CHIEF 2 2
FIRE BAlTALlON CHIEF 3 3
FIRE CAPTAIN 18 18
FIRE CAPTAIN SPECIALIST 1 1
FIRE ENGINEER 18 18
FIRE FIGHTER 9 9
PARAMEDIC-FIRE FIGHTER 21 21
FIRE PREVENTION OFFICER II 3 3
MANAGEMENT ANALYST 1 1
ADMINISTRATIVE SECRETARY 1 1
SECRETARY 1 1
TOTAL FIRE 79 79 0
BUILDING INSPECTION 1
PRINCIPAL BUILDING INSPECTOR 1 1
SENIOR BUILDING INSPECTOR
BUILDING INSPECTOR I1
BUILDING INSPECTOR I
CODE ENFORCEMENT OFFICER I1
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN I1
BUILDING TECHNICIAN I
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST I1
HOURLY FULL TIME EQUIVALENTS
TOTAL BUILDING INSPECTION
2
2
1
1
1
0
1
1
1
0.13
11.13
~COMM DEVELOPMENT ADMINISTRATION I
COMMUNITY DEVELOPMENT DIRECTOR
MUNICIPAL PROJECT MANAGER
ADMINISTRATIVE SECRETARY
2
3 1
0 -1
1
1
1 1
0 -1
1
1
1 0.87
12 0.87
1 1
1 1
1 1
OFFICE SPECIALIST I 1 1
TOTAL COMM DEV ADMINISTRATION 4 4 0
[ECONOMIC DEVELOPMENT I
ECONOMIC DEVELOPMENT MANAGER
TOTAL ECONOMIC DEVELOPMENT 1 1 0
1 1
JGEOGRAPHIC INFORMATION I
GEOGRAPHIC INFO SYSTEM COORO 1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL GEOGRAPHIC INFORMATION 1.5 1.5 0
23
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
- OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
/ENGINEERING I
CITY ENGINEER 1 1
ASSISTANT CITY ENGINEER 1 1
TRAFFIC ENGINEER 1 1
PRINCIPAL CIVIL ENGINEER 4 4
PRINCIPAL CONSTRUCTION INSPECTOR 1 1
SENIOR CONSTRUCTION INSPECTOR 2 2
SENIOR ENGINEERING INSPECTOWD 2 2
CONSTRUCTION INSPECTOR II 3 3
ASSOCIATE ENGINEER 12 12
ENGINEERING TECHNICIAN I1 5 5
SENIOR MANAGEMENT ANALYST 1 1
MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 2 2
ADMINISTRATIVE SECRETARY 1 1
SENIOR OFFICE SPECIALIST 4 4
TOTAL ENGINEERING 41 41 0
[GROWTH MANAGEMENT
SENIOR MANAGEMENT ANALYST 1 1
TOTAL GROWTH MANAGEMENT 1 1 0
[PLANNING
PLANNING DIRECTOR
ASSISTANT PIANNING DIRECTOR
SENIOR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN II
PLANNING TECHNICIAN I
GRAPHIC TECHNICIAN
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
1 1
1
1
2
4
7
0
1
1
1
1
3
1
1
2
4
7
0
3 2
0 -1
0 -1
1
3
HOURLY FULL TIME EQUIVALENTS 1 1
TOTAL PUNNING 24 24 0
24
W w CITf OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97 - BY DEPARTMENT AND CLASSIFICATION
-
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
\LIBRARY 1
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
GRAPHIC ARTIST
ACCOUNT CLERK II
ACCOUNTING TECHNICIAN
SENIOR CIRCULATION SUPERVISOR
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
SENIOR LIBRARIAN
LIBRARIAN II
LIBRARIAN I
MEDIA PROGRAM SPECIALIST
COMMUNITY LIBRARY SERVICES SUPERV
LIBRARY SERVICES SPECIALIST
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST I1
1
1
1
0
1
1
8
2.75
6
4
1
1
0.75
1
1
1
1
1
1
0
1
1
8
2.75
6
4
1
1
0.75
1
1
1
HOURLY FULL TIME EQUIVALENTS 33.89 34 0.11 . . TOTAL LIBRARY 66.39 66.50 0.1 1
(CULTURAL ARTS I
ARTS MANAGER
~ COMMUNITY ARTS COORDINATOR
ADMINISTRATIVE SECRETARY
1 1
1 1
1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.74 0.24
TOTAL CULTURAL ARTS 3.5 3.74 0.24
/COMMUNITY SERVICES 1
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR.
ADMIN SERVICES/PROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
ADMINISTRATIVE SECRETARY
SECRETARY
1
1
1
1
2
1
OFFICE SPECIALIST I1 0.75
TOTAL ADMINISTRATION 7.75
PARK MAINTENANCE
PARK SUPERINTENDENT
1
1
1
1
2
1
0.75
7.75 0
1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5
PARK MAINTENANCE WORKER II 9.75 9.75
PARK MAINTENANCE SPECIALIST 1 1
HOURLY FULL TIME EQUIVALENTS 2.5 4.3 1.8
TOTAL PARK MAINTENANCE .20.25 22.05 1.8
25
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
TREE MAINTENANCE
PARK SUPERVISOR 0.5 . ' 0.5
TREE TRIMMER LEADWORKER 2 2
TREE TRIMMER II 2 2
TREE TRIMMER I 1 1
HOURLY FULL TIME EQUIVALENTS 1.5 1.5
TOTAL TREE MAINTENANCE 7 7 0
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER II 1 1
PARK MAINTENANCE WORKER I 1 1
HOURLY FULL TIME EQUIVALENTS 0.8 0.5 -0.3
TOTAL MEDIAN MAINTENANCE 3.3 3 -0.3
RECREATION
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR II
RECREATION SUPERVISOR I
RECREATION SPECIALIST I
RECREATION ASSISTANT
AQUATIC SUPERVISOR
AQUATIC SPECIALIST
OFFICE SPECIALIST II
HOURLY FULL TIME EQUIVALENTS
TOTAL RECREATION
1
3
3
0
2.25
1
0.75
3
28.74
42.74
1
3
3
0
2.25
1
0.75
3
29.45 0.71
43.45 0.71
SENIOR PROGRAM
SITE MANAGER 1 1
SENIOR COORDINATOR 1 1
SECRETARY 1 1
HOURLY FULL TIME EQUIVALENTS 5.73 5.67 -0.06
TOTAL SENIOR PROGRAM 8.73 8.67 -0.06
STREET MAINTENANCE
STREET MAINTENANCE SUPERINTENDENT 1 1
STREET MAINTENANCE SUPERVISOR 2 2
STREET MAINTENANCE WORKER 111 6 6
STREET MAINTENANCE WORKER II 11 11
MAINTENANCE WORKER I 3 0 -3
HOURLY FULL TIME EQUIVALENTS 0 1 1
TOTAL STREET MAINTENANCE 23 21 -2
STREET LIGHTING
ADMlN COORDlNAT0,R - SPECIAL DISTRICTS
SENIOR ELECTRICIAN
ELECTRICIAN
ENGINEERING TECHNICIAN II
1 1
1 1
1 1'
1 1
HOURLY FULL TIME EQUIVALENTS 0 0
TOTAL STREET LIGHTIMG 4 4 0
26
. W CITY OF CARLSBAD - PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
1 BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER BUDGET 1995-96
- 1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
BUILDING MAINTENANCE
BUILDING MAINT SUPERINTENDENT
BUILDING MAINT SUPERVISOR
SENIOR BUILDING MAINT WORKER
BUILDING MAlNT WORKER II
CUSTODIAN II
CUSTODIAN
1 1
1 1
1 1
2 2
1 1
9 9
HOURLY FULL TIME EQUIVALENTS 0.03 0.03
TOTAL BUILDING MAINTENANCE 15.03 15.03 0
SOLID WASTE
MANAGEMENT ANALYST 0.75 0.75
TOTAL SOLID WASTE 0.75 0.75 0
VEHICLE MAINTENANCE
FLEET SUPERINTENDENT
EQUIPMENT MECHANrC SUPERVISOR
EQUIPMENT MECHANIC II
ACCOUNTING TECHNICIAN
OFFICE SPECIALIST II
1 1
1 1
4 4
1 1
1 1
HOURLY FULL TIME EQUIVALENTS 0.5 .~, 0.5
TOTAL FLEET OPERATIONS 8.5 8.5 0
TOTAL COMMUNITY SERVICES 141.05 141.2 0.15
\HOUSING AND REDEVELOPMENT I
HOUSING & REDEVELOPMENT DIR 1 1
SENIOR MANAGEMENT ANALYST 2 2
HOUSING ASSISTANT 1 1
MANAGEMENT ANALYST 1 1
HOUSING PROGRAM MANAGER 1 1
HOUSING SPECIALIST I1 1 1
HOUSING SPECIALIST I 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST II 1 1
TOTAL HOUSING & REDEVELOPMENT 10 10 0
27
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-46 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
- OVER
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
1995-96 1996-97 (UNDER)
1 LWATER ENTERPRISE I
WATER OPERATIONS
GENERAL MANAGER
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTtON/MAINT SUPERVISOR
CONSTRUCTlONlMAlNT WORKER I
CONSTRUCTION/MAINT WORKER II
ENGlNEERtNG OFFICE ASSISTANT I1
ACCOUNTING SUPERVISOR
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
ACCOUNT CLERK I
ENGINEERING TECHNICIAN 111
ENGINEERING SECRETARY
EQUIPMENT OPERATOR
FAClLlN MAINT LEADWORKER
METER SERVICES WORKER 111
METER SERVICES WORKER II
METER SERVICES WORKER I
CROSS CONNECTION CONTROL TECH
SERVICE COORDINATOR
SR CONSTRUCTION/MAINT WORKER
SENIOR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
VALVE TECHNICIAN
VALVE MAINTENANCE WORKER
SENIOR VALVE TECHNICIAN
ADMINISTRATIVE SECRETARY
1
1
1
1
2
1
3
1
2
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
1
4
1
1
1
1
OFFICE SPECIALIST I 2
TOTAL WATER OPERATIONS 44
1
1
1
1
2
1
3
1
2
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
1
4
1
1
1
1
2
44 0
RECLAIMED WATER
ENGINEERING TECHNICIAN II 1 1
TOTAL RECLAIMED WATER 1 1 0
TOTAL WATER ENTERPRISE 45 45 0
28
- W w
CITY OF CARLSBAD
BY DEPARTMENT AND CUSSlFlCATlON
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
c
REQUEST
OVER - 1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED ISANITATION ENTERPRISE I
MAINTENANCE SUPERINTENDENT 1 1
SANITATION SUPERVISOR 1- 1
METER SERVICE WORKER I1 2 2
UTILITY MAINTENANCE WORKER 111 2 2
UTILITY MAINTENANCE WORKER ll 3 3
UTILITY SYSTEM OPERATOR 111 1 1
UTILITY SYSTEM OPERATOR II 1 1
OFFICE SPECIALIST II 1 1
TOTAL SANITATION 12 12 0
GRAND TOTAL LABOR FORCE I 605.55 609.83 4.28
29
I 0 0 LEE RAUTENKRA
CITY CLERK
-.
May 30, 1996
TO: DEPARTMENT HEADS
. FROM: Senior Management Analyst - Finance
COUNCIL ISSUE STATEMENTS
The attached issue statements have been sent to the Mayor and Council members for review prior to the budget meeting. If you have any changes, please contact me immediately.
These issues will be presented during the June 4Ih City Council Operating Budget 'Workshop.
Council will be asked to address these issues after the Public Hearing on the'budget on June
18'.
If you have any questions, please feel free to call me at extension 2973. )+Lk%4fm!
SANDY cGEE
sm
Attachment
-
-
0 4
Backqround
Local government agencies throughout the state, including nine in San Diego County,
utilize services offered by legislative advocates in Sacramento to represent their
agency's interests related to pending legislation, funding for capital projects, and other
state related activities. There are two alternative methods of contracting with legislative
advocates, more commonly known as lobbyists. On occasion, a lobbying firm is hired
to represent a client on an ad hoc basis regarding a particular bill or budget proposal.
However, the vast majority of agencies utilizing lobbyists contract for those services on
a yearly retainer basis.
Contracting with a lobbyist firm on an ad hoc basis may be preferable if an agency has
a specific need that requires attention from a specialist in that area with experience and
contacts in Sacramento to ensure that the agency's needs are understood by the
legislature. The cost of hiring an advocate for a specific task is normally .based on an
hourly rate with additional charges for travel and other expenses incurred while
representing the agency. The total charges may be limited by including a "not to
exceed" clause in the contract, but this will also limit the amount of time the lobbyist will
spend representing an agency's interests, and may not allow sufficient time for a
successful lobbying effort.
Contracting for lobbying services on a retainer basis is normally done on a one or two
year basis to correspond with the legislative schedule. Contracting with firms in this
the advocate to monitor legislation with the agency's interests in mind. Such a contract
for agencies of Carlsbad's size would likely cost between approximately $25,000 and
$35,000 per year, and would typically require an advocate to perform the following
services.
manner allows a lobbyist to become familiar with an agency's particular needs, allowing
+ Advise the City on legislative issues and strategies.
+ Work with legislators, administrators and others to achieve City goals.
+ Work with Community Development Director, City Engineer, Community
Services Director, Library Director, and others to identify funding sources for City
projects.
+ Represent the City before legislative committees and at administrative hearings.
+ Assist in initiating legislative proposals.
+ Meet with Council and staff as necessary.
Staff from other agencies in San Diego have expressed great satisfaction with the
0 0
services provided by their lobbyists, and as a result, usually have extended their
consultant contracts for a number of years. Advocates for agencies in San Diego
County have been successful in a number of areas, such as retaining state funding for
parks, protecting revenue sources, and opposing legislation which would have had a
detrimental effect on communities.
The City recently utilized a lobbyist to assist in obtaining state funds for a seawall west
of Agua Hedionda. Lobbyist charges totaled approximately $4,000 in our successful
efforts that resulted in a $1.3 million appropriation for the project. It is difficult to
determine how much of that success should be attributed to the work of our lobbyist, as
much of the budget negotiations regarding this matter took place between state
legislators outside of public hearings.
Fiscal Impact/Alternatives
At this time, Council may wish to consider three alternatives.
1. Direct staff to distribute Requests for Proposals for lobbyist services to be provided
on a yearly contract basis, and appropriate $35,000 to the City Manager's Budget to
fund those services.
.
2. Appropriate $5,000 to $15,000 in the City Manager's Budget to contract with
lobbyists experienced in specific areas to be utilized on an as needed basis if such
services are needed.
3. Continue to use current staff resources to monitor and respond to legislative
proposals.
-
a e 0
ISSUE STATEMENT
Background
The City of Carlsbad currently provides public information services through a variety of
departmental staff who in addition to their day to day activities are also tasked with
writing press releases, and coordinating dedications and ground breakings. In the City
Manager/City Council offices the Assistant to the City Manager is currently assigned
this function along with responding to general media inquiries and providing assistance
to other City departments. mile managing public information in this way has been
fairly effective for the City of Carlsbad the City Council has expressed an interest in a
more formalized program.
Development of a city public information function is consistent with the City Council’s
1996 Goals and Objectives which contains the following statement with regard to public
information:
Administration, Goal IV: Carlsbad strives to increase public information and
outreach programs for quality communication between Carlsbad citizens and
government as a means of gaining informed community input and understanding
in City decisions.
Establishing and Staffina a Public Information Function
The City Manager in conjunction with the executive management team and through
feedback from the City Council will need to determine exactly how to define this
position. A public information program should not and legally cannot be used to
promote an individual elected official or assist in any political or election activities.
Therefore, a clear description of the goals, objectives, duties and expectations is vital to
the success of any public information program.
Fiscal Impact/Alternatives
There are essentially four ways to staff a public information function - full-time Public
Information Officer (P.l.O), full time existing employee with part-time public information
duties, part-time employee and contractor. A brief discussion of each of these
alternatives follows:
(Note: cost estimates will be developed for each of these options)
I. Fu//-time P.I.0; A full time position puts 100 percent effort into the agency’s
communication program without being held back by other duties or by a limited
number of work hours. The program will be up, running and effective much faster
that the other alternatives and allows the P.I.O. to act as an in-house public relations
professional for all agency departments. Cost: $74,000 -
e 0
2. Part-time Employee with P.I.0. Duties: A part time position dedicated solely to
public information can function as an effeqliye in-house cgnsultant, Thebe
consulting services might include creating guidelines and policies to serve as a
guide to City staff; and, in conjunction with staff assist with press releases, media
advisories, dedications and ground breakings. A clear understanding among all
parties about the realistic scope of projects for the P.I.0 is essential to ensure that
expectations are in concert with the stafFing level. Cost: $40,000
*
3. Existing Full-time City Employee with Public Information Duties: The P. 1.0
function can also be carried out as part of a full-time employees duties. The City
currently utilizes this approach both in the City Council/City Manager offices and
throughout the organization. Frequently non-P.1.0 functions take priority and there
is sometimes a tendency to focus on public information duties on a “when you get
the time” basis rather than an ongoing effort. This is not to say that the current
efforts of City staff are not done well just that the ability to be proactive in the area of
public information is somewhat limited. Cost: Dependent on individual assigned
these duties and what duties would be eliminated from that staff person’s work
program.
4. Contractors: This alternative can bring a good measure of outside expertise and
experience to the position. While the contractor may never feel totally like a true
staffer, they can function as a public relations advisor to the organization and offer
viewpoints and a fresh perspective to issues and programs. It would be essential for
a contractor to have an in depth understanding of City issues, operations and
organization. Cost: Dependent on work program.
Should the City Council choose to move forward with implementing one of the options
discussed above, funds should be appropriated in the FY 1996-97 budget.
-
0 e
ISSUE STATEMENT.
To achieve City Council Goal of providing quality family cultural events, and to achieve
an objective of the Arts Office’s long range plan of providing jazz concerts in all four
quadrants of the City, and in response to a Council request, the Arts Office is proposing
a 1 Oth jazz concert be added in the summer of 1997.
At present the City offers nine free jazz concerts, three at Stagecoach Park, three at
Magee Park and three at Calavera Hills Park. There has not been an adequate site in
the SW quadrant. With the opening of Poinsettia Park, a suitable location will be
available. Staff is recommending that the 1997 TGIF Jazz Concerts include three at
Stagecoach, three at Calavera Hills, two at Magee and two at Poinsettia Park.
Fiscal Impact
The additional concert will cost $5,000. Along with the producer’s fee which includes
lighting and sound, there are logistical costs of security, stage crews; moving the
storage container, printing, and shuttle buses. Costs for full-time staff are not included
but part-time employees hired for the series are budgeted. Should City Council wish to
add a tenth concert to the Jazz Series it would increase total funding to the General
Fund/Arts Office budget and decrease the Council’s contingency account.
Alternatives
1. Provide funding for a tenth jazz concert in 1997.
2. Provide funding for a tenth jazz concert in 1997 and direct the Arts Office to keep
the concerts at the same three parks currently used,
3. Take no action; maintain the Arts Office program as, presented in the proposed
budget.
-
e e
A new program is proposed for gymnasium attendants to monitor the open play for
adult and youth basketball activities in the gymnasium at the two community centers. In
fiscal year 1991-92, funding for Gym Attendants was eliminated from the budget for
these centers. Current staffing for weeknights and weekends is below ievels that staff
considers necessary to maintain quality service to the public.
Increased staffing is proposed for the Stagecoach and Calavera Community Center
gymnasium during peak times, specifically during open play basketball sessions. At times, there may be as many as seventy-five basketball players in the gym. These
individuals can be competitive and aggressive in their behavior. Gym attendants are
being proposed to effectively administer established open play basketball rules and
maintain proper control of the participants. Currently, there may be one staff member
working at the center during the evenings when the center is in full operation. This
person handles all the activities at the center, i.e., classes, answer phones, inquiries
from the public, do room set-ups, and supervise the gym activities. .
Fiscal Impact
An increase of $10,970 is requested for the part-time salaries and the social security
expenses. This will provide a total of 1,500 annual hours or approximately 14 hours per
week for gymnasium attendants at Stagecoach and Calavera Community Center
Gymnasium.
Open play basketball participants pay a fee to play. Residents are charged $1 and
non-residents pay $3 per visit. Council established a goal of 60% revenue to offset the
costs associated with the Recreation Fee Supported program. The Recreation Division
generates approximately 73% of the revenue necessary, including the proposed gym
attendants, to offset this program’s cost.
Alternatives
1. Provide funding for staffing of open play basketball as described above.
2. Provide funding for staffing of open play basketball and request staff to investigate
increasing fees to help offset costs. A fee increase may reduce participation in the
program as Carlsbad’s fees are currently set at market rates.
3. Take no action. Maintain existing program as is.
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m a a
The landscaped medians make a key statement to all visitors and residents of Carlsbad
and are a direct reflection of the City. The adoption of this program will address the
Council goals of providing high quality facilities in Carlsbad. This program will enhance
the level of maintenance provided to City medians. The medians will receive increased
trash removal, replacement plantings, as well as annual color plantings to ensure an
aesthetically pleasing environment. This will be accomplished by upgrading the
contractual maintenance level, increasing part time assistance, and through additional
funding for special supplies, plants, fertilizer, and irrigation enhancements. The key
areas to receive this upgrade are Carlsbad Village Drive, Carlsbad Boulevard, the
downtown area, and the Car County area. All City medians are part of an assessment
district.
Fiscal Impact
The upgraded level of service and improvements for.the medians will cost $20,000. The
program includes new plantings, contractual service upgrades, and over 1,000 hours of
part-time services. The Median Maintenance assessment fund has a sufficient balance
to pay for this one-time improvement to the medians. If it is desired to provide
the assessments paid by parcels within the district.
Alternatives
1. Provide funding for Median Maintenance as described above on a “this year only”
enhanced services to the medians on an on-going basis, it may require an increase in
basis.
2. Provide funding for Median Maintenance as described for this year and direct staff
to calculate the cost per parcel of upgrading maintenance on all medians in the
future.
3. Provide funding in a reduced manner, limiting the improved service and materials to
$10,000 total.
4. Take no action, maintain medians at current level.
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Backclround
Within the new Village Master Plan and Design Manual which became effective in
January, 1996, a program has been included within the "Implementation" section of the
document to research and pursue alternate forms of public transportation systems to be
Village such as City Hall, the library, parks, recreations centers, etc. These alternate
forms of transportation to be pursued may include, but are not limited to: 1) a horse and
carriage service; 2) a mini-trolley (motorized) system; and/or 3) a dial-a-ride van or cab
service.
During the public hearings on the new Village Master Plan and Design Manual, the
public transportation systems noted within the Implementation Strategy and expressed
an interest in pursuing the study of a mini-trolley system within the next year. The
feasibility study will be the first step in the process of determining the appropriate type
of alternate transportation system for the Village.
Fiscal ImDact
At this time, staff does not have an actual estimate of the cost of the proposed
feasibility study. Staff anticipates that the cost would be a minimum of $10,000 to
complete initial studies on feasibility, which would include information on the market
demand, funding sources, and operational features with total costs.
used within the boundaries of the Village andlor to selected locations outside the
Housing and Redevelopment CommissionlCity Council discussed the various forms of
Alternative
I. Take no action to study the feasibility of the proposed Trolley System in 1996-97;
the project could be considered in future budget years.
2. Direct staff to further investigate the cost of a feasibility study.
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ISSUE STATEMENT
At its regular meeting of April 16, 1996, the Carlsbad Municipal Water District Board of
Directors (City Council) agreed to dissolve the Water Commission effective January 1 ,
1998. With the elimination of this advisory body, there may be a greater need for
members of the Water Board to become more familiar with issues involving water,
reclaimed water and wastewater issues. A valuable resource for gaining this
California Water Agencies (ACWA) and the American Water Works Association
(AWA).
The 1995-96 budget included travel for one staff member of the Water District and one
includes travel for one person to attend the AWA conferences. Typically, the Water
District‘s operating budget contains funding to pay for registration and travel fees for
these District representatives to attend.
knowledge is aftendame at the semimannual conferences of the Association of
member of the Board to attend the ACWA conferences. In addition the 1995-96 budget
Staff is recommending that travel account appropriations for the District’s fiscal year
1996-97 Operating Budget be increased to provide for funding to send six persons (5
Council and one District staff) to the ACWA and AWA Fall and Spring conferences.
Fiscal lmoact
If the Water Board approves the above recommendation, the total increase to the
Water District‘s 1996-97 Operating Budget for travel will be $14,450. This amount is
summarized below:
ACWA Fall 96 Conference -
3 days - San Diego, CA $475 $950 $2,850 W,9(
ACWA Spring 97 Conference - 3 days -
Lake Tahoe, NV $1,025 $2,050 $6,150 %,I(
AWA Fall 96 Conference - 3 days -
Palm Springs, CA $1,000 $1,000 $6,000 $5,0(
AWA Spring 97 Conference - 3 days - San Jose, CA $690 $690 $4,140 $3,45
TOTAL $4,690 $19,140 $14,4E
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Alternatives
1. Provide funding for travel and conference registration fees as described above.
2. Provide funding for travel and conference registration fees for two or three
persons per conference; individual Board members and staff could alternate
attendance between the four available conferences. For this alternative, the
estimated increase to the 1996-97 Water District Operating Budget would be
$4,880.
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3. Take no action; maintain the travel and registration fees budget as currently
requested.
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